In 1956, P. Ramlee produced a black and white movie, Anakku Sazali that sent simple yet very very strong messages:
1. that today's leaders are the product of yesterday's leadership.
2. that so-called 'good leader' can only know he is great not while he is in service but only on the verge of his retirement especially so when he had developed others to graciously take over the job from him. This is to ensure continuity of management and leadership. Otherwise, he isn't great after all.
This movie had since been aired countless number of times on almost all Malaysian TV channels watched by Malaysians from all walks of life, young and old.
After 52 years since its production and after countless number of times aired on Malaysian TV channels, I cannot believe if P.Ramlee had failed to sent such messages across. Mind you he had been awarded a Tan Sriship for his invaluable contributions not only towards film industry but also towards societal values development.
But, Star Online reports here, here and here, proved me wrong. The messages had not gone across...for, Confucius said ...if they (leaders) listen, they will forget; if they see, they will remember; but if they do they will understand.
This episode from the movie explains why the so-called 'good leaders' failed to be great leaders. Simply, they did not build other leaders.
Why?...read my previous observations here.
Wednesday, October 29, 2008
Saturday, October 25, 2008
The Truth About Office Politics
I found this 'puisi' written by Dr. Asri, the Mufti of Perlis really worth sharing. It sent a very deep implicit meaning indeed. Click on the image to read.
Having gone through situations 'when the going gets tough only the tough gets going' for more than 25 plus years, I couldn't agree less with the mufti.
Let's ponder... if we have done what we have done solely for the sake of the people and the organisation? ... have we not saved others to save our own skin? ... have we not taken care of them to take care of us ... have we not positioned others to position ourselves ... have we not allowed to be led by them to this path, because we liked them? ... have we not erroneously raised and led others to this path because we want them to be subservient to us? ... have we not forgotten to fulfill the obligations for which we are created? ... have we not forgotten that as 'sheppard' we are answerable for what we did for our 'flock.'
More puisi by Dr. Asri, click here.
Tuesday, October 14, 2008
Recognition: What They Don't Teach in Management Schools
I was having my breakfast with my spouse in one of the mamak's restaurants in Shah Alam, the usual thing we do every morning on Saturdays and Sundays, when I saw this news. I grinned.
The next day, I saw what I have expected, here on the Sunday Star. And thereafter, over several days there were controversial views over the award, here and here.
I had in my training sessions stressed the importance of recognition and that leaders must find time to reward and recognise. I too have iterated how central it is to immediately if not spontaneously, reward and recognise good behaviours if we want these behaviours repeated or emulated by others. Good behaviours nurture excellent organisational culture.
Many of us acknowledged that while good behaviours must be rewarded, the rationale for the reward must be accepted by the society - a critical element in managing the 21st century society. I too learnt the same principle from one of the most successful 500 Fortune companies - GE - when a group of us attended the GE's change management programme way back in late 1990's. Similarly, I had shared in several sessions that technical competency alone would not be sufficient to drive the intended change unless such change effort is bought-in by the society.
But, these news have indeed throw different insights especially the rationale given by the Chief Minister of Malacca. New things have emerged from this incident, first - that there should be a 'good' basis for the reward, otherwise it would raise a lot of controversies instead; second - that there must be a very influential third party proponent and endorsement (in this case, in the form of Tun Daim's).
Despite all of the above, one thing that is apparent is that the final say rests with the power-that-be. Especially so, when the proponent and the endorsement came from a very very important and influential personality. No matter how difficult it is to be accepted by the society, other relevant criteria are deemed out-weighted. Whether or not it will drive the intended change, such objective becomes secondary.
These are lessons that they don't teach in management schools.
The next day, I saw what I have expected, here on the Sunday Star. And thereafter, over several days there were controversial views over the award, here and here.
I had in my training sessions stressed the importance of recognition and that leaders must find time to reward and recognise. I too have iterated how central it is to immediately if not spontaneously, reward and recognise good behaviours if we want these behaviours repeated or emulated by others. Good behaviours nurture excellent organisational culture.
Many of us acknowledged that while good behaviours must be rewarded, the rationale for the reward must be accepted by the society - a critical element in managing the 21st century society. I too learnt the same principle from one of the most successful 500 Fortune companies - GE - when a group of us attended the GE's change management programme way back in late 1990's. Similarly, I had shared in several sessions that technical competency alone would not be sufficient to drive the intended change unless such change effort is bought-in by the society.
But, these news have indeed throw different insights especially the rationale given by the Chief Minister of Malacca. New things have emerged from this incident, first - that there should be a 'good' basis for the reward, otherwise it would raise a lot of controversies instead; second - that there must be a very influential third party proponent and endorsement (in this case, in the form of Tun Daim's).
Despite all of the above, one thing that is apparent is that the final say rests with the power-that-be. Especially so, when the proponent and the endorsement came from a very very important and influential personality. No matter how difficult it is to be accepted by the society, other relevant criteria are deemed out-weighted. Whether or not it will drive the intended change, such objective becomes secondary.
These are lessons that they don't teach in management schools.
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